An analysis of employee retention : a study of selected local municipalities in the Sarah Baartman District Municipality
- Authors: Maholo, Lisa
- Date: 2021-04
- Subjects: Municipal government -- South Africa -- Eastern Cape , Employee retention -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Municipal officials and employees -- Job satisfaction , Career development -- South Africa -- Eastern Cape , Personnel management -- South Africa -- Eastern Cape , Municipal officials and employees -- Salaries, etc. -- South Africa -- Eastern Cape , Affiliation (Psychology)
- Language: English
- Type: thesis , text , Masters , MCom
- Identifier: http://hdl.handle.net/10962/177349 , vital:42813
- Description: The success of municipalities largely depends on the quality (skills, knowledge and experience) of individuals employed at those institutions. As key role players in the delivery of services, municipalities struggle to retain a high calibre of employees who essentially form the backbone of the public sector due to their skills, knowledge and experiences. There is a need for municipalities to create and foster an environment that encourages existing employees to remain employed. This study adopted an interpretivist research paradigm, given the study’s primary aim of gaining an in-depth understanding of employee retention as experienced by employees in the selected municipalities, together with the key influencing factors of employee retention. The qualitative research approach used a case study methodology within the Sarah Baartman District Municipality, with two category B3 and B4 municipalities selected for the study. The retention factors framework for existing employees by Munsamy and Bosch-Venter (2009) was used as the supporting theoretical structure. Respondents were selected through purposive sampling, and 16 in-depth semi-structured interviews were used to collect qualitative data. Through various content analysis techniques employed, this study identified seven employee retention factors (affiliation, career, work content, direct financial factors, external forces, work–life balance and indirect financial factors) with their associated themes. Affiliation, career and work content were identified as the three key factors which influence employee retention. Management style (relationship and interaction between employees and manager), organisational commitment and work environment were the main themes giving meaning to the affiliation factor. Training, personal growth and advancement emerged as themes related to the career factor. The work content factor was defined in terms of meaningfulness, challenges and autonomy themes. Direct and indirect financial factors, external forces, and work–life balance also emerged as factors that play a role in the retention of employees within a municipal context. Base salary and incentives were the associated themes underlying the direct financial factor. However, base salary has short-term effects on retention. Political climate and organisational reputation, municipal category and organisational structure were interrelated external forces. Flexible work arrangements, access to family, and childcare facilities give meaning to the work–life balance, while the only indirect financial factor to arise was benefits. Although some of the retention factors are clearly more influential than others, key employees attach most importance to a combination of employee retention factors that cater to their holistic needs and desires and generational differences. Therefore, the recommendations need to be implemented simultaneously. Having managers who engage employees in decisions-making and offer guidance and support, together with work environments where the physical and behavioural aspects are attended to, encourages employees to feel valued and appreciated. Municipalities should effectively communicate their mandate of ensuring adequate service delivery, which will allow employees to align their personal values to municipal objectives. Offering on-the-job training, access to career developmental programmes, evaluating job characteristics to include challenging and stimulating work and additional incentives as financial support will foster a conducive working environment for employees. Overall, municipalities face unique challenges depending on a variety of external elements such as political influence and climate. They operate in a challenging environment where they are also accountable to the community. Ultimately, municipalities must create and develop ways to acknowledge, develop and retain key employees in order to adequately deliver services. , Thesis (MCom) -- Faculty of Commerce, Management, 2021
- Full Text:
- Date Issued: 2021-04
- Authors: Maholo, Lisa
- Date: 2021-04
- Subjects: Municipal government -- South Africa -- Eastern Cape , Employee retention -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Municipal officials and employees -- Job satisfaction , Career development -- South Africa -- Eastern Cape , Personnel management -- South Africa -- Eastern Cape , Municipal officials and employees -- Salaries, etc. -- South Africa -- Eastern Cape , Affiliation (Psychology)
- Language: English
- Type: thesis , text , Masters , MCom
- Identifier: http://hdl.handle.net/10962/177349 , vital:42813
- Description: The success of municipalities largely depends on the quality (skills, knowledge and experience) of individuals employed at those institutions. As key role players in the delivery of services, municipalities struggle to retain a high calibre of employees who essentially form the backbone of the public sector due to their skills, knowledge and experiences. There is a need for municipalities to create and foster an environment that encourages existing employees to remain employed. This study adopted an interpretivist research paradigm, given the study’s primary aim of gaining an in-depth understanding of employee retention as experienced by employees in the selected municipalities, together with the key influencing factors of employee retention. The qualitative research approach used a case study methodology within the Sarah Baartman District Municipality, with two category B3 and B4 municipalities selected for the study. The retention factors framework for existing employees by Munsamy and Bosch-Venter (2009) was used as the supporting theoretical structure. Respondents were selected through purposive sampling, and 16 in-depth semi-structured interviews were used to collect qualitative data. Through various content analysis techniques employed, this study identified seven employee retention factors (affiliation, career, work content, direct financial factors, external forces, work–life balance and indirect financial factors) with their associated themes. Affiliation, career and work content were identified as the three key factors which influence employee retention. Management style (relationship and interaction between employees and manager), organisational commitment and work environment were the main themes giving meaning to the affiliation factor. Training, personal growth and advancement emerged as themes related to the career factor. The work content factor was defined in terms of meaningfulness, challenges and autonomy themes. Direct and indirect financial factors, external forces, and work–life balance also emerged as factors that play a role in the retention of employees within a municipal context. Base salary and incentives were the associated themes underlying the direct financial factor. However, base salary has short-term effects on retention. Political climate and organisational reputation, municipal category and organisational structure were interrelated external forces. Flexible work arrangements, access to family, and childcare facilities give meaning to the work–life balance, while the only indirect financial factor to arise was benefits. Although some of the retention factors are clearly more influential than others, key employees attach most importance to a combination of employee retention factors that cater to their holistic needs and desires and generational differences. Therefore, the recommendations need to be implemented simultaneously. Having managers who engage employees in decisions-making and offer guidance and support, together with work environments where the physical and behavioural aspects are attended to, encourages employees to feel valued and appreciated. Municipalities should effectively communicate their mandate of ensuring adequate service delivery, which will allow employees to align their personal values to municipal objectives. Offering on-the-job training, access to career developmental programmes, evaluating job characteristics to include challenging and stimulating work and additional incentives as financial support will foster a conducive working environment for employees. Overall, municipalities face unique challenges depending on a variety of external elements such as political influence and climate. They operate in a challenging environment where they are also accountable to the community. Ultimately, municipalities must create and develop ways to acknowledge, develop and retain key employees in order to adequately deliver services. , Thesis (MCom) -- Faculty of Commerce, Management, 2021
- Full Text:
- Date Issued: 2021-04
An empirical study on staff turnover and retention within Eskom : Eastern Cape Operating Unit
- Authors: Chibba, Rajesh Chagan
- Date: 2015
- Subjects: Eskom (Firm) , Labor turnover -- South Africa -- Eastern Cape , Employee retention -- South Africa -- Eastern Cape , Job satisfaction -- South Africa -- Eastern Cape , Career development -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:847 , http://hdl.handle.net/10962/d1017514
- Description: This research paper is broken up into three sections, namely an evaluation report, a literature review and a description of the research methodology. The evaluation report section is an assessment of the factors that could contribute to staff leaving the organisation and why staff would choose to remain with the organisation. The Distribution Division of Eskom is divided into nine separate Operating Units (OU's), in line with the nine Provinces. According to an Eskom Human Resource Manager (Mjali, 2013), as at March 2012 there were 2231 employees in the Easter Cape Operating Unit, while the staff turnover for the same period was 4.53%. Of the 101 staff that had resigned for the period 01 April 2011 to 31 March 2012, there were 27 transfers, 26 resignations and 30 retirements. The balance of 18 staff that left was due to dismissals and deaths. While the statistics suggest a healthy level of staff turnover at present, given the current pressures that Eskom employees are under, it is important to investigate their future intentions and to see what Eskom can do to continue to retain their services. The literature relating to staff turnover and retention was examined to determine the meaning of the terms retention and turnover and to review the relevant turnover topics that were emerging from the exit interview data. The research conducted was quantitative in nature, and a questionnaire was distributed to all managerial staff within the Eastern Cape Operating Unit of Eskom. The questionnaire was sent electronically to the participants via email with the link to the questionnaire. Participants were requested to respond on questions relating to factors on turnover and retention, and the responses were used to assess employee's intention to either remain with the organisation or to leave. The feedback received was analysed with the use of data analysis in Microsoft Excel (2010). The results of the research showed that there were two distinct themes related to employees' intention to remain with the organisation, namely job satisfaction and career development. On the other end of the scale, themes which would cause staff to want to leave the organisation were the performance management system of the organisation, not being listened to (i.e. to the ideas and views of staff) and leadership (i.e. the way the organisation was being led). Recommendations are made to management. The study also recommends future research that can be done to get greater insight into factors relating to staff turnover and retention. A detailed review of the literature is included in Section two of the report. Only essential components of the literature are included in Section one of report. Section three of the report provided a detailed description of the research design and the research procedure that was followed.
- Full Text:
- Date Issued: 2015
- Authors: Chibba, Rajesh Chagan
- Date: 2015
- Subjects: Eskom (Firm) , Labor turnover -- South Africa -- Eastern Cape , Employee retention -- South Africa -- Eastern Cape , Job satisfaction -- South Africa -- Eastern Cape , Career development -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:847 , http://hdl.handle.net/10962/d1017514
- Description: This research paper is broken up into three sections, namely an evaluation report, a literature review and a description of the research methodology. The evaluation report section is an assessment of the factors that could contribute to staff leaving the organisation and why staff would choose to remain with the organisation. The Distribution Division of Eskom is divided into nine separate Operating Units (OU's), in line with the nine Provinces. According to an Eskom Human Resource Manager (Mjali, 2013), as at March 2012 there were 2231 employees in the Easter Cape Operating Unit, while the staff turnover for the same period was 4.53%. Of the 101 staff that had resigned for the period 01 April 2011 to 31 March 2012, there were 27 transfers, 26 resignations and 30 retirements. The balance of 18 staff that left was due to dismissals and deaths. While the statistics suggest a healthy level of staff turnover at present, given the current pressures that Eskom employees are under, it is important to investigate their future intentions and to see what Eskom can do to continue to retain their services. The literature relating to staff turnover and retention was examined to determine the meaning of the terms retention and turnover and to review the relevant turnover topics that were emerging from the exit interview data. The research conducted was quantitative in nature, and a questionnaire was distributed to all managerial staff within the Eastern Cape Operating Unit of Eskom. The questionnaire was sent electronically to the participants via email with the link to the questionnaire. Participants were requested to respond on questions relating to factors on turnover and retention, and the responses were used to assess employee's intention to either remain with the organisation or to leave. The feedback received was analysed with the use of data analysis in Microsoft Excel (2010). The results of the research showed that there were two distinct themes related to employees' intention to remain with the organisation, namely job satisfaction and career development. On the other end of the scale, themes which would cause staff to want to leave the organisation were the performance management system of the organisation, not being listened to (i.e. to the ideas and views of staff) and leadership (i.e. the way the organisation was being led). Recommendations are made to management. The study also recommends future research that can be done to get greater insight into factors relating to staff turnover and retention. A detailed review of the literature is included in Section two of the report. Only essential components of the literature are included in Section one of report. Section three of the report provided a detailed description of the research design and the research procedure that was followed.
- Full Text:
- Date Issued: 2015
Impact assessment of Transversal Training Management Agency (TTMA) training in performance improvement of the Eastern Cape provincial department of basic education (2005-2010)
- Nontshokweni, Princess Nombeko
- Authors: Nontshokweni, Princess Nombeko
- Date: 2011
- Subjects: Employees -- Training of -- South Africa -- Eastern Cape , Performance -- Management , Career development -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11642 , http://hdl.handle.net/10353/d1001251 , Employees -- Training of -- South Africa -- Eastern Cape , Performance -- Management , Career development -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape
- Description: Training is widely conducted in organizations and is actively encouraged by the recent legislation in South Africa. Millions of Rands are spent building human resource capabilities. Organizations therefore need to know whether this investment in training is bearing fruit in terms of changes in individual performance and overall impact on service delivery. The need to improve Transversal Training Management Agency (TTMA) training programmes and skills development impact to government departments has triggered the survey. Three interdependent themes are explored: training evaluation in `government departments, influence of non-training factors and human dynamics between stakeholders in the training evaluation process. Structured questionnaires, based on best practises in literature were administered to key stakeholders involved in TTMA training programmes. Training managers and the Office of the Premier (OTP) Human Resource Development (HRD) officials were interviewed, while supervisors, trainees and trainers verified the data by post. Data were collected from the Department of Basic Education, Eastern Cape (EC), TTMA trainers and trainees. Findings show that The Department of Basic Education in the EC does not fully follow a system’s approach. Evaluations done during classroom sessions focus mainly on the reaction of participants to training and not on the behaviour change in the workplace. Training participants are not prepared for training; sometimes they do not even know why they attend training. Some trainees go to training just to get certificates that increase their CV’s for promotion purposes or to run away from the stressful work environment and not for individual growth. Recommendations to use a systemic evaluation approach and involvement of trainees in their career development process are made. Further research is recommended on the managing of non-training factors that impede learning transfer.
- Full Text:
- Date Issued: 2011
- Authors: Nontshokweni, Princess Nombeko
- Date: 2011
- Subjects: Employees -- Training of -- South Africa -- Eastern Cape , Performance -- Management , Career development -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11642 , http://hdl.handle.net/10353/d1001251 , Employees -- Training of -- South Africa -- Eastern Cape , Performance -- Management , Career development -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape
- Description: Training is widely conducted in organizations and is actively encouraged by the recent legislation in South Africa. Millions of Rands are spent building human resource capabilities. Organizations therefore need to know whether this investment in training is bearing fruit in terms of changes in individual performance and overall impact on service delivery. The need to improve Transversal Training Management Agency (TTMA) training programmes and skills development impact to government departments has triggered the survey. Three interdependent themes are explored: training evaluation in `government departments, influence of non-training factors and human dynamics between stakeholders in the training evaluation process. Structured questionnaires, based on best practises in literature were administered to key stakeholders involved in TTMA training programmes. Training managers and the Office of the Premier (OTP) Human Resource Development (HRD) officials were interviewed, while supervisors, trainees and trainers verified the data by post. Data were collected from the Department of Basic Education, Eastern Cape (EC), TTMA trainers and trainees. Findings show that The Department of Basic Education in the EC does not fully follow a system’s approach. Evaluations done during classroom sessions focus mainly on the reaction of participants to training and not on the behaviour change in the workplace. Training participants are not prepared for training; sometimes they do not even know why they attend training. Some trainees go to training just to get certificates that increase their CV’s for promotion purposes or to run away from the stressful work environment and not for individual growth. Recommendations to use a systemic evaluation approach and involvement of trainees in their career development process are made. Further research is recommended on the managing of non-training factors that impede learning transfer.
- Full Text:
- Date Issued: 2011
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